Hostname: page-component-586b7cd67f-r5fsc Total loading time: 0 Render date: 2024-11-24T11:00:34.310Z Has data issue: false hasContentIssue false
  • English
  • Français

Leadership in Nonprofit Organizations of Nicaragua and El Salvador: A Study from the Social Identity Theory

Published online by Cambridge University Press:  10 January 2013

Juan Antonio Moriano León ,
Gabriela Topa Cantisano  and
Jean-Pierre Lévy Mangin
Juan Antonio Moriano León*
Affiliation:
Universidad Nacional de Educación a Distancia (Spain)
Gabriela Topa Cantisano
Affiliation:
Universidad Nacional de Educación a Distancia (Spain)
Jean-Pierre Lévy Mangin
Affiliation:
Université du Québec (Canada)
*
Correspondence concerning this article should be addressed to Juan Antonio Moriano León, Dpto. de Psicología Social y de las Organizaciones, Facultad de Psicología, UNED.C/ Juan del Rosal 10 (Ciudad Universitaria). Madrid, 28040 (Spain). Phone: +34-913988251; E-mail: jamoriano@psi.uned.es
Get access Rights & Permissions [Opens in a new window]

Abstract

This study follows the social identity model of leadership proposed by van Knippenberg and Hogg (2003), in order to examine empirically the mediator effect of leadership prototypicality between social identity, extra effort, and perceived effectiveness of group members. The sample consisted of 109 participants who worked in 22 different workteams of non-profit organizations (NPO) from Nicaragua and El Salvador. The data analysis was performed through structural equation modeling (SEM). The results show that NPO membership is related to a high level of social identity. In addition, the results confirmed that leadership prototypicality has a significant and positive mediator effect in the relationship between the group identification and the group members' extra effort and the perceived effectiveness of leadership.

El presente estudio toma como referencia el Modelo de la Identidad Social del Liderazgo (SIMOL) de van Knippenberg y Hogg (2003), con el objetivo de contrastar empíricamente el efecto mediador de la prototipicidad del líder entre la identificación con el grupo de trabajo, y la eficacia percibida del líder y el esfuerzo extra de los miembros del grupo. La muestra está formada por 109 personas que trabajaban en 22 grupos diferentes pertenecientes a Organizaciones No Lucrativas (ONL) de Nicaragua y El Salvador. El análisis de los datos se realizó mediante el Modelado de Ecuaciones Estructurales (SEM). Los resultados revelan que la pertenencia a ONL de Nicaragua y El Salvador promueve altos niveles de identificación grupal, y, asimismo, se confirma que la prototipicidad del líder tiene un significativo efecto mediador entre la identificación grupal, y la eficacia percibida del líder y el esfuerzo extra de los miembros del grupo.

Keywords

leadershipsocial identityprototypicalityextra efforteffectivenessliderazgoidentidad socialprototipicidadesfuerzo extraeficacia
Type
Research Article
Information
The Spanish Journal of Psychology , Volume 12 , Issue 2 , November 2009 , pp. 667 - 676
Copyright
Copyright © Cambridge University Press 2009

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Arbuckle, J. L., & Wothke, W. (1999). Amos 4.0 User's Guide. Chicago: Small Waters.Google Scholar
Ashforth, B., & Mael, F. (1989). Social identity theory and the organization. Academy of Management Review, 14, 20–39.CrossRefGoogle Scholar
Bagozzi, R. P., & Yi, Y. (1988). On the evaluation of structural equation models. Journal of the Academy of Marketing Science, 16, 74–94.CrossRefGoogle Scholar
Bass, B. M., & Avolio, B. J. (2000). MLQ-Multi-Factor Leadership Questionnaire, technical report. Redwood City, CA: Mind Garden.Google Scholar
Doosje, B., Spears, R., & Ellemers, N. (2002). Social identity as both cause and effect: The development of group identification in response to anticipated and actual changes in the intergroup status hierarchy. British Journal of Social Psychology, 41, 57–76.CrossRefGoogle ScholarPubMed
Fornell, C., & Larcker, D. F. (1981). Evaluating structural equation models with unobservable variables and measurement error: Algebra and statistics. Journal of Marketing Research, 18, 39–50.CrossRefGoogle Scholar
Hains, S. C., Hogg, M. A., & Duck, J. M. (1997). Selfcategorization and leadership: Effects of group prototypicality and leader stereotypicality. Personality and Social Psychology Bulletin, 23, 1087–1100.Google Scholar
Hair, J.F., Anderson, R.E., Tatham, R.L., & Black, W.C. (2005). Multivariate data analysis (6th ed.). Englewood Cliffs, NJ: Prentice HallGoogle Scholar
Haslam, S. A., & Platow, M. J. (2001). The link between leadership and followership: How affirming social identity translates vision into action. Personality and Social Psychology Bulletin, 27, 1469–1479.CrossRefGoogle Scholar
Henry, K. B., Arrow, H., & Carini, B. (1999). A tripartite model of group identification: Theory and measurement. Small Group Research, 30, 558–581.CrossRefGoogle Scholar
Hogg, M. A. (1993). Group cohesiveness: A critical review and some new directions. European Journal of Social Psychology, 4, 85–111.Google Scholar
Hogg, M. A. (2001). A social identity theory of leadership. Personality and Social Psychology Review, 5, 184–200.CrossRefGoogle Scholar
Hogg, M. A., Hains, S. C., & Mason, I. (1998). Identification and leadership in small groups: Salience, frame of reference, and leader stereotypicality effects on leader evaluations. Journal of Personality and Social Psychology, 75, 1248–1263.CrossRefGoogle Scholar
Hogg, M. A., & Terry, D. J. (2000). Social identity and selfcategorization processes in organizational contexts. The Academy of Management Review, 25, 121–140.CrossRefGoogle Scholar
Hu, L.T., & Bentler, P. M. (1995). Evaluating model fit. In Hoyle, R. H. (Ed.), Structural equation modeling. Concepts, issues and applications. (pp. 77–100). London: Sage.Google Scholar
Lévy-Mangin, J. P. (2003). Análisis multivariable para las ciencias sociales. Madrid.Google Scholar
Lowe, K., Kroeck, K., & Sivasubramaniam, N. (1996). Effectiveness correlates of transformational and transactional leadership: A meta-analytic review. The Leadership Quarterly, 7, 385–425.CrossRefGoogle Scholar
Mael, F., & Ashforth, B. (1992). Alumni and their alma mater: A partial test of the reformulated model of organizational identification. Journal of Organizational Behavior, 13, 103–123.CrossRefGoogle Scholar
Molero, F. (2004). El liderazgo. In Huici, C. (Ed.), Psicología de grupos I (pp. 141–169). Madrid: UNED.Google Scholar
Molero, F., Cuadrado, I., Navas, M., & Morales, J. F. (2007). Relations and effects of transformational leadership: A comparative analysis with traditional leadership styles. The Spanish Journal of Psychology, 10, 358–368.CrossRefGoogle ScholarPubMed
Morales, J. F. (2002). Nuevos desarrollos en identidad social. In Morales, J. F., Paez, D., Kornblit, A. L., & Asún, D. (Eds.), Psicología social (pp. 387–395). Buenos Aires: Pearson.Google Scholar
Organ, D., Podsakoff, P., & MacKenzie, S. (2006). Organizational citizenship behavior. Its nature, antecedents, and consequences. Thousand Oaks, CA: Sage.CrossRefGoogle Scholar
Pillai, R., Schriesheim, C., & Williams, E. (1999). Fairness perceptions and trust as mediators for transformational and transactional leadership: A two-sample study. Journal of Management, 25, 897–933.CrossRefGoogle Scholar
Podsakoff, P., MacKenzie, S., Moorman, R., & Fetter, R. (1990). Transformational leader behavior and their effects on followers' trust in leader, satisfaction and organizational citizenship behaviors. Leadership Quarterly, 1, 107–142.CrossRefGoogle Scholar
Reicher, S., Haslam, S. A., & Hopkins, N. (2005). Social identity and the dynamics of leadership: Leaders and followers as collaborative agents in the transformation of social reality. The Leadership Quarterly, 16, 547–568.CrossRefGoogle Scholar
Shamir, B., & Kark, R. (2004). A simple graphic scale for the measurement of organizational identification. Journal of Occupational and Organizational Psychology, 77, 115–123.CrossRefGoogle Scholar
Topa, G., & Morales, J. F. (2006). Identificación organizacional y proactividad personal en grupos de trabajo: Un modelo de ecuaciones estructurales. Anales de Psicología, 22, 234–242.Google Scholar
Turner, J. C. (1982). Towards a cognitive redefinition of the social group. In Tajfel, H. (Ed.), Social identity and intergroup relations. (pp. 15–40). Cambridge, UK: Cambridge University Press.Google Scholar
Van Dick, R., Wagner, U., Stellmacher, J., & Christ, O. (2004). The utility of a broader conceptualization of organizational identification: Which of its aspects really matters? Journal of Occupational and Organizational Psychology, 77, 171–191.CrossRefGoogle Scholar
van Knippenberg, D. (2000). Work motivation and performance: A social identity perspective. Applied Psychology: An International Review, 49, 357–371.CrossRefGoogle Scholar
van Knippenberg, D., & Ellemers, N. (2004). Social identity and group performance. identification as the key to group-oriented effort. In Haslam, A., van Knippenberg, D., Platow, M. J., & Ellemers, N. (Eds.), Social identity at work. Developing theory for organizational practices (pp. 29–59). New York: Psychology Press.Google Scholar
van Knippenberg, D., & Hogg, M. (2003). A social identity model of leadership effectiveness in organizations. Research in Organizational Behavior, 25, 243–295.CrossRefGoogle Scholar